This is written more as a provocation showing the use the IIBE Lens for Ecosystem Management has hidden value . It can uncover uncomfortable truths.
In a series of four posts provided over on my other dedicated Ecosystem Design Hub site outlining the value of adopting an IIBE Lens you will see how different industrial and energy organizations are evaluated and assessed using this approach from understanding the IIBE Lens through to positioning positions taken on Ecosystem offerings, to how optionality and volatility can radically alter propositions to impact their future.
Business ecosystems provide a real, sustainable and significant competitive advantage by shifting a company to a higher level of collaborative, networked value creation. Instead of just selling a single product, you are selling a “connected solution” built and supported by a web of partners, providing greater value and outcomes as a result.
Through the use of the Integrated Interconnected Business Ecosystem (IIBE) blueprint it is designed to support the move towards a collaborative ecosystem environment for incumbents, disruptors and those catching up on the recognition of the value of ecosystems within their business.
Most industrial leaders still believe they are competing on technology, digitalisation, or execution speed. They are not. The real competition has already shifted to ecosystem fitness — the ability to orchestrate a system others depend on, invest into, and cannot easily leave.
This post is deliberately provocative. It is written for executives who suspect that their current ecosystem narrative may not survive the next phase of industrial and energy-system change. Others in Banking, Healthcare, Software provision etc.,also can gain real insights, not to ignore. Equally those looking to disrupt or are considering Ecosystems as a pathway to new growth need to recognise the value of evaluating different competitive positioning.